There are now several frameworks designed for scaling agile. This talk explains the flaws in such frameworks, why they so often fail to produce the desired effects, and what we should do instead. It also addresses some common organizational obstacles to moving fast at scale: governance, budgeting, and the project paradigm – and discusses how to address them. Warning: this talk includes liberal use of real, statistically sound data.
Resources on Scaling Agile frameworks like the Scaling Agile Framework (SAFe), LESS, Nexus, Disciplined Agile Delivery (DAD), Scrums of Scrums, etc.
Using an Agile approach for software development does not necessarily guarantee success. As Henrik Kniberg wrote at the beginning of his blog post ” Even if the entire organization is neatly organized into scrum teams, you can still end up with an unaligned mess!”. Having an Agile leader can help preventing the unaligned mess.
The Scaled Agile Framework (SAFe) is controversial. At first glance SAFe looks a bit like a big scary heavy-weight top-down RUP-zombie. But what about in real life?
If the basic principles of the Agile Manifesto and the Scrum framework are simple managing global Agile software development projects in the corporate world is sometimes more complex and complicated. This article lists some approaches that have been created to answers the specific questions raised by scaling Agile practices in large organizations.
Spotify have been growing quickly as a company and it is continuously experimenting with ways of making the company work as effective as possible. Creating strong team autonomy and making sure everybody is aligned requires effective and strong servant leadership.
Scaling and implementing an Agile approach in large projects is one of the hot topic in the Agile community, a natural consequences of the adoption of Agile by larger corporation. In this blog post, Ritika Nanwani shares some of her observations as a member of a large Scrum project.
Enterprise agility is both a hugely popular aspiration and a widely misunderstood buzzword. Many of us as Agile coaches wonder how we can lead and catalyze agility at an organizational level. Our intentions are earnest, but our skills and understanding are partial. This talk explores what it means to coach across an enterprise, from an executive’s leadership maturity to the limits of culture, from organization structures to value creating processes.